Candice studying grpup, share on 20160423, 讀書會

1. Ben Hu

2. 生日、學校、工作

3. Andrew Stephen "Andy" Grove
(born András István Gróf)
2 September 1936 – 21 March 2016

4. A short story

5. Table of Contents

6. Chapter :
Managerial Leverage

7. Key Question
1. how to define manager's
performance?
2. what is manager doing
everyday?
3. what shall manager perceive
what he do?
4. how does manager speed up
what he do?

8. 1.how to define manager's
performance?
Or How do we define a
manager’s output?

9. 分組討論（1）7 min
• 你最喜歡你的老闆哪一點？why and why not?
• 你覺得這個team的業績是不是由該team head負
責？why and why not?

10. 作者的觀點：
A manager’s output =
The output of his organization
+
The output of the neighboring
organization under his influence

11. KEY TAKE AYWAY
• It’s not about how smart you are or how
well you know your business; it’s about
how that translates to the team’s
performance and output.

12. 2. what is manager doing
everyday?

14. Four Main Manager’s Activities
1. Information-gathering
– the basis of all other managerial work
2. Nudges
– suggestion, comment, memo, note..

15. 3. Decision-making
1. need to be clear, different from “nudge”
4. Role Model
1. nothing lead as well as example
Four Main Manager’s Activities

16. 3. what shall manager perceive
what he do?

17. • 大家覺得哪些主管規定的那些事情或制度，
不合理？沒有必要？或是有幫助呢？Why
and why not?
分組討論（2）7 min

18. Managerial Leverage…..WTF?
Managerial output =
output of organization =
L1*A1+L2*A2+…....

19. High leverage activities?
Three Basic Forms

20. First type
When many people are affected by one manager
– Process set up task
– Planning

21. Second type
2. When a large group’s work is affected by an
individual supplying a unique, key piece of
knowledge of information
– Process set up task
– Planning

22. Third type
3. When a person’s activity or behavior over a long
period of time is affected by a manager’s belief,
well-focused set of words of actions
– Performance Review
– retain and recruit

23. Negative Leverage..
• Negative side of all above activities
• Managerial Meddling
– Rule of thumb: half day/week or 40min/day

24. TAKE AWAY
• IF YOU ARE A MANAGER
– DO WHAT SHOULD YOU DO -> high leverage
activities, not meddling

25. TAKE AWAY
• IF YOU ARE NOT A MANAGER: exit or voice..

26. 4. how does manager
speed up what he do?

27. 分組討論（3）7 min
• 你覺得在公司有哪些讓你覺得很浪費時間
的地方？
• 大家有哪些每天都會運用的時間管理技巧
呢？工作上、生活上。

28. Time Management Techniques
1. limiting step ( or critical path in Project
Management)

29. Limiting Step

30. Batching
Like production plan, managerial work can be
forecasted ->planning
– Maximize the use of Mental set-up time to batch
similar tasks together

32. The medium of manager’s forecast?
Use your calendar as a production-planning tool
– Not use it like taking order and fill in.
– Use it actively, fill in the non-time-critical time
between time-critical ones.
– Say no when low-priority events beyond your
capacity to handle.

34. To Allow slack
• To Allow slack
– a bit of looseness in your
scheduling, for emergency
case.
– An emergency call ruin a
scheduled plan?
– Google “20% time.”

35. • Carry some side-project
– for the long term purpose
– for not having time to meddling
長期規劃的必要性
不要沒事幹，然後去找下面的的麻煩

36. 持續改善！
We should remember the
value of administrative
procedures:
even we try to standardize
what we do, we should
continue to think critically
about what we do and
the approaches we use

38. take away
• Actively planning
– Identify your limiting step, and planning around it
– Allow slack
– Side project
• Continuous improvement on the processes
• Batching
– Or not (when you are doing
creative/experimenting work)

40. Q&A

41. OTHER INTERESTING
QUESTIONS
其他有趣議題

42. Do me make friends at work?
職場中有朋友嗎？

43. 彼得杜拉克 談領導力
–朋友是造成不客觀的原因，執行長
看人的唯一標準就是績效和品德。
《Management Cases》1978

44. A Thought Experiment
• Imagine yourself delivering a tough
performance review to your friend.
– Do you cringe at the thought? If so, don’t make
friends at work.
– If your stomach remains unaffected, you are likely
to be someone whose personal relationships will
strengthen work relationships.

45. 如果員工做的很不好，我該下去管嗎？
• “Is it better to be a hands-on or hands-off
manager?”

46. A great example例子
• “The subordinate did poor work.
• My associate’s reaction: ‘He has to make
his own mistakes. That’s how he learns!’

47. • The problem with this is that the subordinate’s
tuition is paid by his customers. And that is
absolutely wrong.”
• It depends.
– it depends on the employee.